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Organizational justice
All definitions
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Organizational justice refers to individuals' perceptions of fairness regarding what happens to them within organizations.
The basic idea is rooted in equity theory (Adams, 1965), which remains linked to the facet of organizational justice known as "distributive" justice. Two other facets, "procedural justice" and "interactional justice" also comprise the construct. Here are the differences:
For managers Of relevance for managers and organizations, evidence supports the idea that even if outcomes (e.g. distributive justice) are negatively perceived, those perceptions as they relate to the organization may be mitigated somewhat if perceptions of procedural and interactional justice are high. In other words, bad news may reflect less negatively on the organization if those who are the object of it believe that the processes used to determine it were fair and if they also believe they were treated respectfully when it was delivered. For students and academics Of relevance for students and academics, two references are especially helpful: a 2001 review by Cropanzano et al., and a chapter in the book Handbook of Principles of Organizational Behavior. References Adams, J. S. (1965). Inequity in social exchange. In L. Berkowitz (Ed.), Advances in experimental social psychology, 2, 267-299. New York: Academic Press. Cropanzano, R, Byrne, Z. , Bobocel, R, Rupp , D. (2001). Moral virtues, fairness heuristics, social entities, and other denizens of organizational justice. Journal of Vocational Behavior, 58, 164 – 209. Greenberg, J. (2009). Promote procedural and interactional justice to enhance individual and organizational outcomes. In Locke, E.A. (ed.) Handbook of Principles of Organizational Behavior: Indispensable Knowledge for Evidence-Based Management. West Sussex: Wiley. |
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